L e a d e r s h ip
P re s e nte d
by :
Leadership
Leadership is the art of motivating a group
of people to act towards achieving a common
goal.
The process of encouraging and helping
others to work enthusiastically towards
objectives .
Alan Keith stated that, "Leadership is
ultimately about creating a way for people to
contribute to making something
The essence of leadership
Leadership refers to ability of one individual to influence
others.
The influence is exercised to change the behaviour of
others.
Change of behaviour is caused with an objective of
achieving a shared goal.
The person influencing others(leader) possesses a set of
qualities or characteristics with which he or she to
influence others
Leadership is a group phenomenon. It involves interaction
Leadership & management
Management - is a process of planning
,organising, coordinating ,directing, and
controlling the activities of others.
Leadership - is the process of influencing
for the purpose of achieving shared goals.
John kotter distinction :
Management Leadership
Involves coping with Coping with change
complexity
Difference between Managers & Leaders
MANAGERS LEADERS
Administer Innovate
Maintain Develop
Control Inspire
Short term view Long term view
Ask how & when Ask what & why
Initiate Originate
Accept the status quo Challenge the status quo
Do things right Do right things.
Importance of leadership
Leadership transforms potential into reality .
Leadership is not mere using people and their
potential for realising an organisations [Link] has
the ultimate aim of raising the level of human
conduct and ethical aspiration of both the leader
and the led.
The leader should elevate,inspire, and evangelise
Formal & informal leadership
Formal leadership
Occurs when a manager leads by exercising formal
authority.
The exercise of formal authority through assigning duties
derives,from the managers official position within the
organisations hierarchy of authority.
Any employee who is assigned a managerial position has the
opportunity and responsibility to exercise formal
leadership
Informal leadership
Arises when a person without formal authority is influential
Leadership styles
Based on authority retained
Authoritarian Democratic Free-rein
(Laissez
faire)
Consultative Pursuasive
Autocratic or authoritarian style
Under the autocratic leadership style, all decision-making powers
are centralized in the leader, as with dictator leaders.
They do not entertain any suggestions or initiatives from
subordinates. The autocratic management has been successful as it
provides strong motivation to the manager.
It permits quick decision-making, as only one person decides for
the whole group and keeps each decision to himself until he feels it is
needed to be shared with the rest of the group.
High degree of dependency on the leader
May be valuable in some types of business where decisions need to
Participative or democratic style
The democratic leadership style favours decision-making by
the group .
They can win the cooperation of their group and can
motivate them effectively and positively.
The decisions of the democratic leader are not unilateral as
with the autocrat because they arise from consultation with
the group members and participation by them.
Consultative: process of consultation before
decisions are taken
Persuasive: Leader takes decision and seeks to
persuade others that the decision is correct.
Laissez Faire or free rein style
A free rein leader does not lead, but leaves the group
entirely to itself such a leader allows maximum freedom
to subordinates, i.e. they are given a free hand in deciding
their own policies and methods.
Can be very useful in businesses where creative ideas
are important
Can be highly motivational, as people have control over
their working life
Can make coordination and decision making time-
consuming and lacking in overall direction
Relies on good team work.
Based on task versus people Emphasis
High relationship and low- High task and high relationship
task
[ supporting style ] [ participative style]
Low-task and low relationship High task and low relationship
[ free rein style ] [ autocratic style ]
Low High
Task Emphasis
Based on assumptions about people
Mc Gregors theory
Theory X Theory Y
They distrust people and They are participative ,trust
believe in close supervision subordinates and allow them
and tight control over the to participate in decision-
subordinates. making
Entrepreneurship leadership style
1. A heavy task orientation combined with a very direct-
approach to giving instructions to employees.
3. A charismatic personality that inspires others to do
business with him.
5. A much stronger interest in dealing with customers than
employees.
6. A strong dislike for bureaucratic rules and regulations.
7. Anxiety to consolidate business gains as quickly as possible.
Theories of leadership
Leader
Behaviour
Trait Theory
Theory
The
Contingency
Managerial Theory
Grid
Trait theory
Focuses on individual characteristics of
successful leaders.
Leaders possess a set of traits which make
them distinct from followers.
Ralph stogdill
A strong desire for accomplishment.
Creativity and intelligence.
Initiative.
High tolerence.
Behavioural Theory
Main focus is behaviours of actual leaders.
Determines how various kinds of specific
leaders behaviour affect the performance
and satisfaction of followers.
Managerial grid
Blake and Moton -
A graphical representation of a 2
dimensional view of leadership style.
Based on :-
[Link] for people
[Link] for production
Grid identifies 5 basic styles of leadership.
Managerial grid
9 1,9 9,9
8
5 5,5
4
1 1,1 9,1
1 2 3 4 5 6 7 8 9
Low Concern for people High
Contingency theory
Behaviour of leader depends upon characteristic of
situation leader is in.
Implies under what conditions will employee
oriented leadership will be effective and under
what type of conditions production oriented
leadership be more effective.
Most popular theories
1. Fiedlers contingency model.
Fiedlers theory
Effectiveness of leadership depends upon-
1. His motivational style.
2. The favourableness of situation.
Path goal theory
Leaders job is to use structure,support and
rewards to create a work environvent that
helps employees reach the organisations
goals.
Situational leadership theory
Paul hershey and Kenneth blanchard :
Maturity of followers as a contingency
variable.
Situational leadership requires leaders
emphasis on task behaviours and relationship
behaviour according to maturity of followers
